design anthropology

MSNBC / San Jose Business Journal

When Genevieve Bell agreed to leave Stanford University for a job at Intel in 1998, it was with trepidation. She had, after all, been working her entire life toward being an academic, following the tenure track and accepting that practical applications of her work might never become apparent. “My vision was to survive the first year and not go insane,” she says now.

It’s not that she thought Intel was such a bad place to be. Quite the opposite. She just couldn’t see why a semiconductor company would want a technologically challenged cultural anthropologist on staff.

Now, as she writes up a final report on her three-year study of how Asian families interact with technology, Ms. Bell can’t imagine working anywhere else.

Ms. Bell has been credited with performing a remarkable job by making anthropology accessible — and worthwhile — to scores of engineers all over the world. >>continue

Business Europe

Finding out what the customer wants can be a difficult task. A new approach that is becoming more widespread is to treat potential customers as participants in the product development process. This customer research approach is known as ethnographic research and is defined as “the description and study of human culture”. For the purposes of new product development, customer research is conducted in a much shorter time scale to fit the needs of industry.

The power of taking such an approach is that it provides real life accounts of customers’ everyday activities, needs, desires, beliefs and values; it highlights the differences between what people do and what they say they do, and as a result find needs that have not been directly expressed; and it describes what meanings people place on products and how products are used. It is also cheap as it is purely about observing and listening.

Large multinational companies, including Microsoft, Nokia, Ericsson, IBM, Hewlett Packard, Kimberley Clark, General Mills and Motorola, are using this approach. >>continue